Influencer The Power to Change Anything

Authors: Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan, Al Switzler

Presentation Summary
This is an executive summary of the key points from the book Influencer. Enjoy the learning!

Find Vital Behaviors

What Influence Geniuses Know

All Influencers Know

Before you influence change, you have to decide on what you are trying to change. Influence geniuses focus on behaviors. Theyre universally firm on this point. They start by asking: In order to improve our existing situation, what must people actually do?

The Big Idea!!

The breakthrough discovery of most influence geniuses is that enormous influence comes focusing on a few vital behaviors. A few vital behaviors can drive a lot of change. Find those and no matter what the size of the problem, they topple like a house of cards

Vital Behaviors
Positive Deviance can be extremely helpful in discovering the handful of vital behaviors that will solve the problem you are attacking.

Positive Deviance
1. Dive into the center of the community, organization you want to change. 2. Discover and study settings where the targeted problem should exist but doesnt. 3. Identify the unique behaviors of the group that succeeds. What makes the difference?

Recovery Behaviors
People make mistakes, and yet some can find a way to quickly get back on track. These are called recovery behaviors (think diet and exercise). Recovery behaviors make up an important part

Change the Way You Change Minds

Vicarious Experience
Vicarious experience allows you to influence from that in between place. Something more than words and less than physical action. When you expose someone to people demonstrating the vital behavior, the person learns from the surrogates successes and failures.

The Big Idea!

People choose their behavior based on what they think will happen to them as a result. If you want to change behavior, any behavior, you have to change their maps of cause and effect!

Two Essential Expectations

The factors influencing whether people choose a vital behavior are based on two essential expectations.
1. Is it worth it to them? (If no, dont waste effort) 2. Can they do it? (If no, why try?)

Profound Implication
When trying to encourage others to change their long-established views, we should fight our inclination to persuade them through, the clever use of verbal gymnastics and debate tricks, instead we ought to opt for a field trip - or several of them. Nothing changes the mind like the cold, hard world hitting it with actual real-life data.

No Field Trip Possible?

Thencreate a vicarious experience, and that usually means making use of a well-told story.

Stories
Transport listeners from what is being spoken and into the experience itself. Vivid images and concrete detail will do more than terse lectures ever could. Create an empathetic reaction that feels just as real as enacting the behavior themselves. Need to deal with both Will it be worth it? and Can I do it?

Make Stories Work For You!

To emulate the work of influence masters worldwide, were trying to create changes in behavior by helping people alter their mental maps of cause and effect. Limit your change targets by aiming at two important maps that help people answer the questions Will it be worth it? and Can I do it? Change one or both of these maps, and people change their behavior.

Make Change Inevitable

One Way?
No, it takes a combination of strategies aimed at a handful of vital behaviors to solve profound and persistent behaviors. Change masters routinely bring more influence strategies into play than they believe are needed, nothing is left to chance.

Master 6 Sources of Influence

Motivational/Ability
Personal Social Structural
Make the undesirable desirable/ Surpass your limits

Harness peer pressure/ Find strength in numbers Design rewards and demand accountability/ Change the environment

Influence Source 1
Personal Motivation
If you dont deal with personal motivation (make the undesirable desirable) your influence plan will fail.

Influence Source 2
Personal Ability
Ensure the person has access to the resources that will help them surpass their current limits.

Influence Source 3
Social Motivation
There needs to be an overwhelming desire to make the change (think environment). Use peers to influence others.

Influence Source 4
Social Ability
Change takes more than one person doing it, power in numbers is a critical factor in gaining ground

Influence Source 5
Structural Motivation
If you dont compensate for the existing reward structure, folks change. Build in new structures/rewards to encourage motivation.

Influence Source 6
Structural Ability
Ensure the environment folks are operating in can sustain and support the change you are wanting folks to do.

Moral of the Story

Leave out one of the influence sources and be prepared for failure. Factor in:
Personal motivation/ability Social motivation/ability Structural motivation/ability

The Six Sources Explained in Detail

Tracie Moser, CPCC mpg@traciemoser.com www.traciemoser.com

Contact Tracie Moser to motivate and increase the ability of your employees in the area of influence.
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